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The purpose of this paper is to explore organizational memory (OM) in three public agencies in a developing country context. Research suggests that knowledge management (KM) can build a nation’s intellectual capital and improve the effectiveness of public sector management. Therefore, how knowledge is preserved is important.

The study targeted three large public institutions in Ghana. The study used a survey of 756 individuals in managerial and operational level positions in institutions to test the hypotheses in the study.

The findings confirm that knowledge management capability (KMC) has a positive and significant impact on OM. Knowledge acquisition and retention capabilities, in particular, are critical variables in building OM.

The research relied on self-reports and so one cannot completely rule out social desirability and consistency biases. Using cross-sectional data also makes it difficult to make inferences about the causality.

Public agencies desirous of building their OM will need to build critical KMC and infrastructure.

This paper links KMC to OM in public institutions in an emerging country context.

The purpose of this paper is to extend the line of research on the ex ante valuation of the economic payoff from strategic alliances. The paper links a firm's related pre‐alliance situation to an alliance announcement, to predict how investors value the alliance.

The researchers collected data on marketing alliances in the biotechnology and pharmaceutical industries. Using an empirical model, three hypotheses predicting how investors value alliances in the light of their knowledge of how the firm is doing before the alliance announcement were tested.

The findings indicate that investors assign higher value to marketing alliances for firms with lower inventory liquidity and product demand. Investors, in fact, rewarded firms with weak pre‐alliance positions, indicating that the alliance was perceived as a useful strategy to turnaround the weak situation.

As is common with other event study research, the study is unable to predict the long‐term relationship between alliance announcements and performance of the alliance. A positive evaluation at the time of the announcement may not necessarily translate into long‐term success.

This research provides an important lesson for firms hoping to reap financial rewards from their alliance announcements. Firms may do well to time such alliance announcements to correspond with their internal situations.

This paper is believed to be one of the first to consider an additional piece of firm information in addition to an alliance announcement to gauge investor valuation of alliances. The research therefore extends existing research and offers a more complete understanding of how investors value alliances at their formation. The findings should be of interest to firms contemplating alliances, and enhance understanding of investor decision making.

The overall purpose of this research is to increase understanding of the factors that promote the effective use of simulations in management education.

This study uses data from 49 teams of respondents performing a management simulation exercise to achieve the research purpose. Respondents took part in the simulation in teams and were required to manage a business in the global athletic industry. Respondents completed a 21‐item instrument designed to assess individual learning. Learning was factor‐analyzed and three factors derived that correspond to problem‐solving skills, teamwork and seeing oneself as a manager. Measures were developed to assess team dynamic factors (emotional and task conflict), the user‐friendliness and realism of the simulation.

The study showed that the nature of the simulation and team dynamics affected learning and performance. First, the extent to which users perceived the simulation as reflective of real life situations was positively associated with learning. Second, the ease of use of the simulation positively affected learning. Third, emotional conflict in the team was negatively associated with learning. Fourth, task conflict, measured by the degree of exchange of ideas, was positively associated with learning. Finally, the ease of use and task conflict in a team positively affected team performance, while emotional conflict had a negative relationship to team performance.

The research had some limitations. Reliance was placed on cross‐sectional data and a snapshot measure taken of performance and learning. In addition, respondents had fairly limited work experience and that may affect their perception of the simulation. This research can be extended by testing the model with managers with substantial years of experience. Including the role of game administrators may also yield greater insight.

The study demonstrated that carefully choosing simulations could affect their effectiveness. The user‐friendliness and realism of the simulation are two important criteria. In addition, the findings indicate that those administering simulations with teams should pay attention to team dynamics. The findings also suggest that factors that affect individual learning may not necessarily affect performance on the simulation. This implies that game administrators need to define their objectives clearly.

This study has increased understanding of the factors that determine the effectiveness of management simulations. The present research bridged some of the gaps in one's understanding by proposing and empirically testing factors that may lead to the identification of suitable management simulations. It also increased understanding of the situational dynamics that enhance the effective use of simulations. This study, as far is known, is the first to separate learning and performance as outcomes.

This research provides accounting-ethics authors and administrators with a benchmark for accounting-ethics research. While Bernardi and Bean (2010) considered publications in business-ethics and accounting’s top-40 journals this study considers research in eight accounting-ethics and public-interest journals, as well as, 34 business-ethics journals. We analyzed the contents of our 42 journals for the 25-year period between 1991 through 2015. This research documents the continued growth (Bernardi & Bean, 2007) of accounting-ethics research in both accounting-ethics and business-ethics journals. We provide data on the top-10 ethics authors in each doctoral year group, the top-50 ethics authors over the most recent 10, 20, and 25 years, and a distribution among ethics scholars for these periods. For the 25-year timeframe, our data indicate that only 665 (274) of the 5,125 accounting PhDs/DBAs (13.0% and 5.4% respectively) in Canada and the United States had authored or co-authored one (more than one) ethics article.